Staying In The Loop By Letting Go (A Little)

Staying In The Loop By Letting Go (A Little)

My career in information technology predates the wide use of the web. I downloaded Linux from a BBS within the early 90s. From that point to now, the planet has gone from DVD to Blue Ray to streaming, from phones built into cars to supercomputers in our pockets that handle voice, and from beastly, slow systems to elegant solutions just like the iPhone, Surface, and flash storage. Digitalization offers benefits to almost every area of business, and digital ideas come from everywhere.

There is a saying that “change is that the only constant.” While that's certainly the case, technology’s creep into every facet of our lives has been relentless. Things that were once the domain of huge corporate or university IT shops started ending up in smaller shops and residential offices. The organizational spend on technology was massive, but there was a much bigger target within the sights of the manufacturers- consumers. Consumer technology now permeates everyone’s lives. Because the workforce went home, mobile, or self-supporting, consumer technology started coming into the enterprise.

One of the simplest samples of consumer technology coming to the office and therefore the shift it's caused is that the iPad. The IT leaders of the many organizations vowed never to permit such a thing on their networks. This vow lasted a few months– up to the purpose when the CEO walked in with an iPad.

These consumer devices also offered new capabilities. With a mastercard and an account in an app store, anyone can buy virtually any technology-enabled service without counting on their IT department. This type of consumer expectation combined with the currency of cloud technologies, and it set the stage for an explosion.

Now we've a free for all. Parts of your organization do things with technology you recognize nothing about. If you think that you recognize all about it you’re fooling yourself. Technology has become everyone’s domain and therefore the scariest part of all is that your customers might not need you anymore. To stay relevant, a CIO must make customers want the services provided. If they don’t want the services, the offering is perhaps not aligned with the organization.

This shift– from wielding control to wielding influence– is often very difficult to form . CIOs and other IT leaders are in charge of “making it work” for many years. 

"Digitalization offers benefits to almost every area of business, and digital ideas come from everywhere”

The only way this might add the past was rigor, and this rigor was built and maintained by IT strictly controlling the environment. Letting go of the control that has defined it's difficult and uncomfortable, but necessary.

Your sales organization can go around you and make their CRM at Your organization’s service teams can buy SaaS that free them from your cumbersome ERP system. Your engineering group is contracting with its own developers because the IT backlog is goodbye. Given all of this, what are you able to do?

Be a Service Broker

Your IT organization should be positioned at the nexus of emerging technology, valuable trends, and your business needs. Leverage this expertise to be a service broker. Identify service providers that meet your requirements and include them in your service catalog. Facilitate the interaction of the business with the services, possibly even abstracting the connection. Make it a worth adding service and contract development, SaaS platform purchases, and other ITaaS will run through your shop.

Provide Value Added Consulting

Yes, every organization may be a technology organization and most employees are in roles that heavily use technology. People are pretty smart with these things, right? Most business projects today have a large technology component, and these projects are arising from sources everywhere in the business. They’re mostly good ideas; however their progenitors have little ability to implement. Furthermore the length of your time required plan, secure funding and resources, and obtain scheduled through traditional avenues is usually seen as innovation smothering. to interrupt this perception, maximize your IT organization’s portfolio of internal and external services and mature understanding of how your business operates to assist your customers achieve their goals on an inexpensive timeframe with less friction.

Digital Everything

The CIO doesn't exclusively own the digital arena any more. Digitalization offers benefits to almost every area of business, and digital ideas come from all over. After you master the primary two points, you're able to be a significant player or leader in your organization’s digital business strategy. To recap, you're asleep with the very fact that it's happening outside of your IT shop. You’ve enabled your business’s access to services, now within parameters and with visibility of IT. Your IT organization may be a part of the digital project flow of other business units instead of something to be worked around. Get ahead and lead.

Closing the Loop

Everyone reading this text knows the technological genie is out of the bottle. There’s no going back to the times of dictatorial control IT once wielded. And that’s good, because people hated IT much of the time then. This alteration presents the CIO with the stark choice of either leading the organization through a paradigmatic change or risking the IT shop being commoditized like numerous other legacies IT services.

My team has not mastered any of this. It’s a piece ongoing, and doubtless always is going to be to a degree. Like many of you, I started my career in technology because I enjoyed the pace of change. We’re certainly getting waves of change now. You’ll lead your IT organization through these waves or let it founder into irrelevance. The selection is yours.

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